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Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall. 7-1
Chapter 7
Quality and Performance
NOTES for the Instructor:
The study projects and the cases are posed as challenging assignments to students.
This study guide elaborates all the material needed to teach those study guides
and cases. The study projects can be assigned in two different ways:
a. If you want to evaluate the ability of the students to form assumptions,
research for materials, and understand the study projects, you can ask the
students to work on the study project without any additional information.
In this case, the students should be encouraged to obtain necessary
information using the Internet.
b. If you want to provide all the information, you can provide that
information shown in the following pages to solve the study projects.
Objectives
• Manage project quality as seen by quality gurus
• Determine how performance in projects are measured
• Define cost of quality
• Implement quality planning, assurance, and control in projects
• Measure project value, project performance, and project scope
Cases
• Information technology Case: SAP Project at NIBCO, Inc.
• Healthcare IT Case: Memorial Hospital of South Bend: Computerized Physician
Order Entry Project
• Financial Services IT Case: Syndicated Community Bank: Core Banking Systems
Replacement Project
• General Construction Case: Craig Constructions, Inc.: A Home Improvement
Project
Review Questions
1. Performance of a project can be defined as the execution or accomplishment of a
project to fulfill customer requirements in accordance with the project scope.

2. Project value is a relative worth or importance that is monetary in nature.
3. Quality is defined as conformance to requirements. Deming defined quality as a
predictable degree of uniformity and dependability at low cost suitable to the
market. Juran defined quality as something that satisfies customer needs. Project
quality is the degree to which a set of inherent characteristics of a project fulfill
project scope.
4. Some of the main differences are in the areas of responsibility of senior
management, SPC, and teamwork.
5. The major goal of quality management is to prevent defects. Quality management
eliminates the source of defects so that defect detection and rework do not happen
often during projects. Quality management complements project management,
which means that components of quality management including customer
satisfaction, defect prevention, continuous improvement, and management
responsibility to provide essential resources are important in project management.
Quality management is composed of quality planning, quality assurance, and
quality control. Quality management is more about process and is based on
problems related to processes.
6. The eight quality management principles include customer focus, leadership,
involvement of projects, process approach, systems approach, continual
improvement, decision making approach, and supplier relationships.
7. The quality model described in ISO/IEC 9126-1 addresses a framework for
software evaluation using the general characteristics of software. These are further
refined into sub-characteristics, which in turn are decomposed into attributes,
yielding a multilevel hierarchy. The characteristics in a quality model are non-
measurable quality factors and are used only to classify the sub-characteristics of
the model, which may be subjectively measured. The ISO/IEC 9126 standard
makes a distinction between internal quality and external quality and introduces
the quality in use.

8. Quality management is composed of quality planning, quality assurance, and
quality control.
9. Quality planning: The inputs for the quality planning are the scope document, the
requirements from stakeholders, the risk register, and the project schedule. By
using this input information, a project manager in cooperation with the quality
team can develop a quality plan for a project as the output.
Quality assurance: The inputs for quality assurance are quality planning, work
performance information, quality control measurements, and quality metrics. The
outputs of the process are asset updates, change requests, project management
plan updates, and project document updates.
Quality control: The inputs are quality metrics, approved change requests, and
organizational process assets. The outputs are quality control measurements,
validated changes, and updates to project management plans and other project
documents.
10. Benchmarking is a process to measure the performance of an organization and
compare that measure with other organizations in the same industry to understand
industry best practices.
11. A quality audit is a review of the quality plan to determine whether the project
activities comply with organizational and project policies, processes, and
procedures.
12. There are many tools and techniques used in quality control including:
• Cause-and-effect diagrams
• Run charts
• Scatter diagrams
• Histograms
• Pareto charts
• Six Sigma
• Process maps or flowcharts
• Control charts
• Statistical sampling
• Reviews, and
• Testing and inspection.

13. Testing is a procedure in which the system, product, or service is observed during
operation in order to determine whether it functions properly. Inspection is the
activity of examining the product, sub-components, or systems to determine if
they meet the design standards.
14. Process capability is a critical aspect of quality control and evaluates the ability of
a project process to meet or exceed the expectations or preset specifications.
15. Statistical sampling deals with the selection of a subset of a population in order to
gain knowledge about the whole population and to predict quality outcomes of the
population using statistics.
16. The three criteria are:
1. The level of precision
2. The level of confidence or risk, and
3. The level of variability in the attributes being measured.
17. There are a number of methods of quality reviews including:
• Expert reviews
• Peer reviews
• Team reviews
• Walk-through reviews
• Formal reviews
• Management reviews, and
• Process reviews.
18. Metrics are required in order to answer the following questions:
• Is the project is on track?
• Is the project manager sure about the progress of the project?
• Does the project manager understand the current status of the project,
schedule wise or cost wise?
• Can the project manager be sure of the performance of the project?
Teaching Points - Discussion Questions

1. What else may be considered for performance other than quality?
Performance measurement should consider many metrics that are listed in the chapter.
It should also consider measuring time and cost constraints and make sure that the
project is performing according to plan.
2. Do the three quality gurus preach the same message on quality?
Even though they preach the same message, there are variations to their quality
messages; See Table 7-1.
3. Quality audits have to be performed on each project.
Quality audits typically should be deployed in all projects large and small. However,
in reality it is not possible to do this because of added costs and time. Many industrial
projects, especially small projects, are not usually audited.
4. Is there one tool that may be used in all projects for quality control?
Analyzing using process maps is a very easy method that can be used in all projects
for quality control. The “as-is” process and the “to-be” process bring out the essence
of quality control in a very easy method especially in small projects.
5. Can we do without metrics when managing projects?
No; every project has to be measured against the measurements of selected metrics.
Proper metrics have to be identified and used. If metrics are not used in a project,
there is no way to know how a project is progressing and may not ensure the success
of the project.
6. There are differences between testing and inspection.
Yes; Testing helps to execute the software in order to test the functionality and
requirements while inspection analyzes the code based on a set of predefined rules.
7. Who decides which metrics are the best for a project: the project manager or
management?
Project manager should decide the metrics while management should help the project
manager by removing any obstacles in order to measure those metrics.
8. Should management be involved in quality management?
Yes; the management should provide leadership to encourage project managers to
manage the project quality.
Answers to Chapter Problems
Problem 1:
Observations

Sample
number
1 2 3 4 5
Mean Range
1 0.786 0.799 0.793 0.511 0.781 0.734 0.288
2 0.799 0.506 0.516 0.797 0.529 0.629 0.293
3 0.796 0.500 0.515 0.788 0.521 0.624 0.296
4 0.795 0.506 0.783 0.787 0.789 0.732 0.289
5 0.772 0.502 0.526 0.769 0.781 0.670 0.279
6 0.773 0.795 0.507 0.793 0.506 0.675 0.289
7 0.795 0.512 0.790 0.771 0.507 0.675 0.288
8 0.525 0.501 0.798 0.777 0.785 0.677 0.297
9 0.797 0.501 0.517 0.506 0.516 0.567 0.296
10 0.795 0.505 0.516 0.511 0.797 0.625 0.292
11 0.795 0.782 0.768 0.792 0.792 0.786 0.027
12 0.783 0.759 0.526 0.506 0.522 0.619 0.277
13 0.521 0.512 0.793 0.525 0.510 0.572 0.283
14 0.787 0.521 0.507 0.501 0.500 0.563 0.287
15 0.793 0.516 0.799 0.511 0.513 0.626 0.288
Mean 0.652 0.271
X-bar
UCL
= 0.809
use Table 7-6
LCL= 0.494
R-bar
UCL
= 0.572
use Table 7-7
LCL= 0.000

Problem 2:
0.03 defective without inspection
0.02 defective with inspection
Improvement=0.01
Cost of inspection = $0.40
Opportunity Cost of replacing the 1% improvement = $ 0.50
Therefore, inspection done be done now.

Cost of inspection = $0.80
Inspection should not be done now.
Problem 3
Cost of quality is:
CoQ = Cp + Ca + Cf
This is described as the cost of prevention plus the cost of detection plus the cost
of failures. This is not the cost of achieving quality in product and services, but
rather not achieving quality and the cost associated with failures due to the lack of
quality in the production process.
The cost of quality for Superior Buy, who is the buyer in this scenario, would
most likely be replacing or upgrading inferior computers that do not perform as
expected. If the computers were to fail due to manufacturing defects, this would
be covered under the manufacturer warranty. But if Superior Buy purchased
computers with lower performance specifications to try and save money, then the
cost of bringing them up to par if they are under performing would be the cost of
quality. The cost includes installing additional RAM, changing the processor,
installing different or new software, or may even be replacing the whole computer
with one that will perform. Superior Buy must take into account these costs for
possible upgrades or replacements when defining the specifications for their
order.
The cost of quality for Dell, who is the supplier in this scenario, would most
likely be warranty repair or replacement costs. These costs would be incurred if
defective computers were to leave the factory and end up in the hands of the
customer. These costs would start the minute the customer calls the service
number for help, and are not finished until the customer is completely satisfied
with the end result. One customer may even call multiple times with multiple
problems. Dell must integrate quality within the manufacturing process which
will increase quality, decrease defects, and ultimately reduce the cost of quality.
Problem 4:
Process Mean Standard
Deviation
Lower
Specification
Upper
Specification
1 7.0 0.1 6.9 7.9
2 4.0 0.1 4.2 4.9

3 6.6 0.1 5.4 6.5
For Process 1:
cp= (upper spec - Lower
Spec)/6σ= 1.667 Process is capable
This m
For Process 2:
Spec)/6σ= 0.972 Process not capable
For Process 3:
Spec)/6σ= 1.410 Process is capable
When the mean is centered or not situations, we can use Cp equation
as follows:
If the means of all processes are not exactly in the center:
It is lesser of the formulae: (Upper spec-Mean)/3*σ or (Mean-Lower spec)/3σ
Formula1 Formula2
Process
1 0.333 3.000 0.333
Process
2 -0.556 2.500 -0.556
Process
3 -0.256 -0.256 3.077
In this case, all processes are not capable.

The Cp should be at least equal to 1.33
Problem 5:
a. The metrics to show control over a project are scope variance hours, scope cost
increase, productivity, project cost deviation, and project progress deviation. The
variance and deviation metrics for scope, cost and progress indicates that these factors
are well defined and restrained within acceptable limitation. Meanwhile, productivity
reflects how well the individual processes are executed.
b. The metrics to show progress would be actual scope hours, productivity, and product
progress deviation. Actual scope hours provide evidence for completed tasks which
are related to the defined scope. Productivity and product progress deviation manifest
the consistency of project progress.
c. The metrics to charge a customer for changes are Scope Variance Hours, Scope Cost
Increase, Number of baseline Changes, Project Effort and Project Cost Deviation.
Number of baseline changes elicits additional requirements which have to be paid by
the customers. The project effort, project cost deviation, and scope cost increases are
used for calculating the amount of additional payment. Rescheduling of the project
should take into account the scope variance hours metric.
d. The metrics are Project Feature Enhancement Increase. This indicator measures the
efficiency of effort scheduling which should be governed to complete important
features.
e. The metrics to use to manage customer expectations are Project Merit and Project
Risk. The project merit communicates that expectations are consistently maintained
and transparent during project duration. Meanwhile, project risk conveys the plans for
securing and preserving expectations.
f. The metrics to understand how fast a team is performing tasks are Project Efficiency
and Project Effort. These metrics quantify the pace of task execution.
g. The metrics for how well a team is performing are Project Effectiveness, Productivity
and Project Effort. The three metrics are numerical presentations of quality of project
execution.
h. The metrics are removed are Removed Defects Efficiency. Removed Defects
Efficiency numerically measures defect detecting and removing capability.
i. The metrics are the Project Customer Commitment which completely evaluates
factors of customer involvement, communication, and availability.
Problem 6:
Costs Cost of
Conformance
Cost of Non-
Conformance
Cost of
Prevention
Cost of
Appraisal
Cost of
Failure
Cost of
Training
X

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Business
Opportunity
Cost
X
Cost of Testing
Material
X
Cost of Quality
Planning
X
Cost of
Rework
X
Cost of
handling
Complaints
X
Cost of
explaining
Project
Deviations
X
Cost of Testing
Tools
X
Cost of
Stationary and
Printing for
Quality
X
Problem 7:
Year Revenues
0 ($22,500)
1 $51,000
2 $96,250
3 $96,250
4 $96,250
5 $96,250

Cpr+Ca $62,800
Cost of quality maint $37,000
Discount rate 10%
a
Cost of software
quality $62,800
b See Appendix D
SQNPV $201,426.86
c ROSQ 4.14
Problem 8:
See Appendix D
These are the non-conformance costs:
Csc, Suncontractor related quality prevention and appraisal
costs
Ccp, Coordination and planning-related quality prevention and appraisal
costs
Ccw, Construction and workmanship-related quality prevention and
appraisal costs
Paid to sub-contracted electricians $210,000 not applied
Paid for quality related planning costs $2,000,450 Ccp
Paid for quality coordination $340,000 Ccp
Paid for lack of good workmanship $540,000 Ccw
Paid for accident-related work $380,000 not applied
Paid for transportation of poor quality materials $6,000 Internal
failure
Paid for quality faults by sub-contracted
electricians
$80,040 Internal
failure

Paid to repair leaky plumbing $6,000 Internal
failure
Paid to locate faulty roof shingles $80,700 Ccp
Cost of construction quality = = Csc+Ccp+Ccw $2,961,150
Cost of internal failures $92,040
Total cost of Quality $3,053,190
Problem 9:
Description Cost
Quality training $4,000 Cpr
Reliability training $20,000 Cpr
Scrap $15,000 Cf
Downtime $6,000 Cf
Transportation losses $8,000 Cf
Supplies inspection $6,000 Ca
Contracted laboratory
testing
$300,000
Ca
Pilot production runs $8,000 Cpr
Reliability testing $9,560 Ca
CoQ $376,560

The cost of quality is $4,000 + $20,000 + $15,000 + $6,000 + $8,000 + $6,000 +
$300,000 + $8,000 + $9,560 = $376,560
Problem 10
Assume 8 hrs in a work day
Expected Time to process 20 days
No. of hrs in a day (assume) 8 hrs
Total Time in hours 160 hrs
Time for processing 4 days
Total applications to be
processed 1200
Defects > 20 days 150
Completed in a time period 1050
Applications with customer
issues 20 out of 150
Apps with issues processed in 11 days
Apps with issues processed in 88 hrs
Applications without issues 1180
Rework time 5 days
Rework time 40 hrs

Project Efficiency 88%
Project Effectiveness 98%
Productivity 4.84 in March
Expected Productivity 7.5 in March
Defective loans 13%
Correct loans 88%
See Appendix D
Project Quality Time 0.55
Time spent on defects 40 hrs
Defect by Time 0.16129
defect/project
time
Problem 11:
Year Discount
factor
Cost Benefits
Discounted
Costs
Discounted
Benefits
Accum.
Discounted
costs
Accum.
Discounted
Benefits
0 1.00 ($22,500.00) $22,500.00 ($22,500.00) $22,500.00 ($22,500.00) $22,500.00
1 0.91 $6,250.00 $17,500.00 $5,681.82 $15,909.09 ($16,818.18) $38,409.09
2 0.83 $6,250.00 $14,000.00 $5,165.29 $11,570.25 ($11,652.89) $49,979.34
3 0.75 $6,250.00 $11,000.00 $4,695.72 $8,264.46 ($6,957.18) $58,243.80
4 0.68 $6,250.00 $5,000.00 $4,268.83 $3,415.07 ($2,688.34) $61,658.87
5 0.62 $6,250.00 $0.00 $3,880.76 $0.00 $1,192.42 $61,658.87
Total Cash
flows $60,466.45
Initial
Investment $22,500.00

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The Project Gutenberg eBook of On the Face of
the Waters: A Tale of the Mutiny

This ebook is for the use of anyone anywhere in the United States
and most other parts of the world at no cost and with almost no
restrictions whatsoever. You may copy it, give it away or re-use it
under the terms of the Project Gutenberg License included with this
ebook or online at www.gutenberg.org. If you are not located in the
United States, you will have to check the laws of the country where
you are located before using this eBook.
Title: On the Face of the Waters: A Tale of the Mutiny
Author: Flora Annie Webster Steel
Release date: July 4, 2012 [eBook #40140]
Most recently updated: October 23, 2024
Language: English
Credits: Produced by Charles Bowen, from page scans provided by
Google Books (Harvard University Library)
*** START OF THE PROJECT GUTENBERG EBOOK ON THE FACE OF
THE WATERS: A TALE OF THE MUTINY ***

Transcriber's Notes:
1. Page scan source:
http://books.google.com/books?id=QScXAAAAYAAJ
(Harvard University Library)

ON THE FACE OF THE WATERS
ON THE FACE OF
THE WATERS
A TALE OF THE MUTINY
BY

FLORA ANNIE STEEL
AUTHOR OF "MISS STUART'S LEGACY," "THE
FLOWER OF FORGIVENESS," ETC., ETC.
New York
THE MACMILLAN COMPANY
1914
Copyright, 1896,
By PAUL R. REYNOLDS.

Copyright, 1897,
By THE MACMILLAN COMPANY.
First Edition January, 1897. Reprinted January three times,
February twice, March three times, April twice, May, July, September,
November, 1897; May, October, 1898; June, 1903; November, 1909;
September, 1911; July, 1914.
Norwood Press:
Berwick & Smith Co., Norwood, Mass., U.S.A.

PREFACE.
A word of explanation is needed for this book, which, in
attempting to be at once a story and a history, probably fails in
either aim.
That, however, is for the reader to say. As the writer, I have only
to point out where my history ends, my story begins, and clear the
way for criticism. Briefly, then, I have not allowed fiction to interfere
with fact in the slightest degree. The reader may rest assured that
every incident bearing in the remotest degree on the Indian Mutiny,
or on the part which real men took in it, is scrupulously exact, even
to the date, the hour, the scene, the very weather. Nor have I
allowed the actual actors in the great tragedy to say a word
regarding it which is not to be found in the accounts of eye-
witnesses, or in their own writings.
In like manner, the account of the sham court at Delhi--which I
have drawn chiefly from the lips of those who saw it--is pure history;
and the picturesque group of schemers and dupes--all of whom have
passed to their account--did not need a single touch of fancy in its
presentment. Even the story of Abool-Bukr and Newâsi is true; save
that I have supplied a cause for an estrangement, which
undoubtedly did come to a companionship of which none speak evil.
So much for my facts.
Regarding my fiction: An Englishwoman was concealed in Delhi, in
the house of an Afghan, and succeeded in escaping to the Ridge just
before the siege. I have imagined another; that is all. I mention this
because it may possibly be said that the incident is incredible.

And now a word for my title. I have chosen it because when you
ask an uneducated native of India why the Great Rebellion came to
pass, he will, in nine cases out of ten, reply, "God knows! He sent a
Breath into the World." From this to a Spirit moving on the face of
the Waters is not far. For the rest I have tried to give a photograph--
that is, a picture in which the differentiation caused by color is left
out--of a time which neither the fair race or the dark race is ever
likely to quite forget or forgive.
That they may come nearer to the latter is the object with which
this book has been written.
F. A. STEEL.

CONTENTS.
PREFACE
BOOK I.
Thistledown and Gossamer
CHAPTER
I. Going! Going! Gone!
II. Home, Sweet Home.
III. The Great Gulf Fixed.
IV. Tape And Sealing-Wax.
V. Bravo!
VI. The Gift of Many Faces.
BOOK II.
The Blowing Of The Bubble.
I. In the Palace.
II. In the City.
III. On the Ridge.
IV. In the Village.
V. In the Residency.

VI. The Yellow Fakir.
VII. The Word Went Forth.
BOOK III.
From Dusk to Dawn.
I. Night.
II. Dawn.
III. Daylight.
IV. Noon.
V. Sunset.
VI. Dusk.
BOOK IV.
"Such Stuff as Dreams are Made of."
I. The Death-Pledge.
II. Peace! Peace!
III. The Challenge.
IV. Bugles and Fifes.
V. The Drum Ecclesiastic.
VI. Vox Humana.
BOOK V.
"There Arose a Man."
I. Forward!
II. Bits, Bridles, Spurs.

III. The Beginning of the End.
IV. At Last.
V. Through the Walls.
VI. Rewards and Punishments.
BOOK VI.
Appendix A.
Appendix B.

ON THE FACE OF THE WATERS
ON THE FACE OF THE
WATERS.

BOOK I.
THISTLEDOWN AND GOSSAMER.

CHAPTER I.
GOING! GOING! GONE!
"Going! Going! Gone!"
The Western phrase echoed over the Eastern scene without a
trace of doubt in its calm assumption of finality. It was followed by a
pause, during which, despite the crowd thronging the wide plain, the
only recognizable sound was the vexed yawning purr of a tiger
impatient for its prey. It shuddered through the sunshine, strangely
out of keeping with the multitude of men gathered together in silent
security; but on that March evening of the year 1856, when the long
shadows of the surrounding trees had begun to invade the sunlit
levels of grass by the river, at Lucknow, the lately deposed King of
Oude's menagerie was being auctioned. It had followed all his other
property to the hammer, and a perfect Noah's Ark of wild beasts was
waiting doubtfully for a change of masters.
"Going! Going! Gone!"
Those three cabalistic words, shibboleth of a whole hemisphere's
greed of gain, had just transferred the proprietary rights in an old
tusker elephant for the sum of eighteenpence. It is not a large price
to pay for a leviathan, even if he be lame, as this one was. Yet the
new owner looked at his purchase distastefully, and even the
auctioneer sought support in a gulp of brandy and water.
"Fetch up them pollies, Tom," he said in a dejected whisper to a
soldier, who, with others of the fatigue party on duty, was trying to
hustle refractory lots into position. "They'll be a change after

elephants--go off lighter like. Then there's some of them La
Martiniery boys comin' down again as ran up the fightin' rams this
mornin'. Wonder wot the 'ead master said! But boys is allowed birds,
and Lord knows we want to be a bit brisker than we 'ave bin with
guj-putti. But there! it's slave-drivin' to screw bids for beasts as eats
hunder-weights out of poor devils as 'aven't enough for themselves,
or a notion of business as business."
He shook his head resentfully yet compassionately over the
impassive dark faces around. He spoke as an auctioneer; yet he
gave expression to a very common feeling which in the early fifties,
when the commercial instincts of the West met the uncommercial
ones of the East in open market for the first time, sharpened the
antagonism of race immensely; that inevitable antagonism when the
creed of one people is that Time is Money, of the other that Time is
Naught.
From either standpoint, however, the auction going on down by
the river Goomtee was confusing; even to those who, knowing the
causes which had led up to it--the unmentionable atrocities, the
crass incapacity on the one hand, the unsanctioned treaties and
craze for civilization on the other--were conscious of a distinct flavor
of Sodom and Gomorrah, the Ark of the Covenant, and the Deluge
all combined, as they watched the just and yet unjust retribution
going on. But such spectators were few, even in the outer fringe of
English onlookers pausing in their evening drive or ride to gratify
their curiosity. The long reports and replies regarding the annexation
of Oude which filled the office boxes of the elect were unknown to
them, so they took the affair as they found it. The King, for some
reason satisfactory to the authorities, had been exiled, majesty
being thus vested in the representatives of the annexing race: that
is, in themselves. A position which comes naturally to most
Englishmen.
To the silent crowds closing round the auctioneer's table the affair
was simple also. The King, for some unsatisfactory reason, had been

ousted from his own. His goods and chattels were being sold. The
valuable ones had been knocked down, for a mere song--just to
keep up the farce of sale--to the Huzoors. The rubbish--lame
elephants and such like--was being sold to them; more or less
against their will, since who could forbear bidding sixpence for a
whole leviathan? That this was in a measure inevitable, that these
new-come sahibs were bound to supply their wants cheaply when a
whole posse of carriages and horses, cattle and furniture was thrown
on an otherwise supplied market, did not, of course, occur to those
who watched the hammer fall to that strange new cry of the strange
new master. When does such philosophy occur to crowds? So when
the waning light closed each day's sale and the people drifted back
cityward over the boat-bridge they were no longer silent. They had
tales to tell of how much the barouche and pair, or the Arab charger,
had cost the King when he bought it. But then Wajeed Ali, with all
his faults, had never been a bargainer. He had spent his revenues
right royally, thus giving ease to many. So one could tell of a purse
of gold flung at a beggar, another a life pension granted to a tailor
for inventing a new way of sewing spangles to a waistcoat; for there
had been no lack of the insensate munificence in which lies the
Oriental test of royalty, about the King of Oude's reign.
Despite this talk, however, the talkers returned day after day to
watch the auction; and on this, the last one, the grassy plain down
by the Goomtee was peaceful and silent as ever save for the
occasional cry of an affrighted hungry beast. The sun sent golden
gleams over the short turf worn to dustiness by crowding feet, and
the long curves of the river, losing themselves on either side among
green fields and mango trees, shone like a burnished shield. On the
opposite bank, its minarets showing fragile as cut paper against the
sky, rose the Chutter Munzil--the deposed King's favorite palace.
Behind it, above the belt of trees dividing the high Residency
gardens from the maze of houses and hovels still occupied by the
hangers-on to the late Court, the English flag drooped lazily in the
calm floods of yellow light. For the rest, were dense dark groves
following the glistening curve of the river, and gardens gravely gay in

pillars of white chum-baeli creeper and cypress, long prim lines of
latticed walls, and hedges of scarlet hibiscus. Here and there above
the trees, the dome of a mosque or the minaret of a mausoleum told
that the town of Lucknow, scattered yet coherent, lay among the
groves. The most profligate town in India which by one stroke of an
English pen had just been deprived of the raison-d'être of its
profligacy, and been bidden to live as best it could in cleanly,
courtless poverty.
So, already, there were thousands of workmen in it, innocent
enough panderers in the past to luxurious vice, who were feeling the
pinch of hunger from lack of employment; and there were those
past employers also, deprived now of pensions and offices, with a
bankrupt future before them. But Lucknow had a keener grievance
than these in the new tax on opium, the drug which helps men to
bear hunger and bankruptcy; so, as the auctioneer said, it was not a
place in which to expect brisk bidding for wild beasts with large
appetites. But the parrots roused a faint interest, and the crowd
laughed suddenly at the fluttering screams of a red and blue macaw,
as it was tossed from hand to hand, on its way to the surprised and
reluctant purchaser who had bid a farthing for it out of sheer
idleness.
"Another mouth to feed, Shumshu!" jeered a fellow butcher, as he
literally flung the bird at a neighbor's head. "Rather he than I,"
laughed the recipient, continuing the fling. "Ari! Shumshu, take thy
baby. Well caught, brother! but what will thy house say?"
"That I have made a fat bargain," retorted the big, coarse owner
coolly, as he wrung the bird's neck, and twirled it, a quivering tuft of
bright feathers and choking cries, above his head. "Thou'lt buy no
meat at a farthing a pound, even from my shop, I'll swear, and this
bird weighs two, and is delicate as chicken."
The laugh which answered the sally held a faint scream, not
wholly genuine in its ring. It came from the edge of the crowd,

where two English riders had paused to see what the fun was about.
"Cruel devils, aren't they, Allie?" said one, a tall, fair man whose
good looks were at once made and marred by heaviness of feature.
"Why! you've turned pale despite the rouge!" His tone was full of not
over-respectful raillery; his bold, bloodshot eyes met his companion's
innocent looking ones with careless admiration.
"Don't be a fool, Erlton," she replied promptly; and the even,
somewhat hard pitch of her voice did not match the extreme
softness of her small, childish face. "You know I don't rouge; or you
ought to. And it was horrible, in its way."
"Only what your ladyship's cook does to your ladyship's fowls,"
retorted Major Erlton. "You don't see it done, that's all the
difference. It is a cruel world, Mrs. Gissing, the sex is the cruelest
thing in it, and you, as I'm always telling you, are the cruelest of
your sex."
His manner was detestable, but little Mrs. Gissing laughed again.
She had not a fine taste in such matters; perhaps because she had
no taste for them at all. So, in the middle of the laugh, her attention
shifted to the big white cockatoo which formed the next lot. It had a
most rumpled and dejected appearance as it tried to keep its
balance on the ring which the soldier assistant swung backward and
forward boisterously.
"Do look at that ridiculous bird!" she exclaimed, "Did you ever see
any creature look so foolish?"
It did, undoubtedly, with its wrinkled gray eyelids closed in
agonized effort, its clattering gray beak bobbing rhythmically toward
its scaly gray legs. It roused the auctioneer from his depression into
beginning in grand style. "Now, then, gentlemen! This is a real treat,
indeed! A cockatoo, old as Methusalem and twice as wise. It speaks,
I'll be bound. Says 'is prayers--look at 'im gemyflexing! and maybe

he swears a bit like the rest of us. Any gentleman bid a rupee!--a
eight annas?--a four annas? Come, gentlemen!"
"One anna," called Mrs. Gissing, with a coquettish nod to the big
Major, and a loud aside: "Cruel I may be to you, sir, but I'll give that
to save the poor brute from having its neck wrung."
"Two annas!" There was a stress of eagerness in the new voice
which made many in the crowd look whence it came. The speaker
was a lean old man wearing a faded green turban, who had edged
himself close to the auctioneer's table and stood with upturned eyes
watching the bird anxiously. He had the face of an enthusiast, keen,
remorseless, despite its look of ascetic patience.
"Three annas!" Alice Gissing's advance came with another nod at
her big admirer.
"Four annas!" The reply was quick as an echo.
A vexed surprise showed on the pretty babyish face. "What an
impertinent wretch! Eight annas--do you hear?--eight annas!"
The auctioneer bowed effusively. "Eight annas bid for a cockatoo
as says----" he paused cautiously, for the bidding was brisk enough
without exaggeration. "Eight annas once--twice--Going! going----"
"One rupee!"
Mrs. Gissing gave a petulant jag to her rein. "Oh! come away,
Erlton, my charity doesn't run to rupees."
But her companion's face, never a very amiable one, had
darkened with temper. "D----n the impudent devil," he muttered
savagely, before raising his voice to call: "Two rupees!"
"Five!" There was no hesitation still; only an almost clamorous
anxiety in the worn old voice.

"Ten!" Major Erlton's had lost its first heat, and settled into a dull
decision which made the auctioneer turn to him, hammer in hand.
Yet the echo was not wanting.
"Fifteen!"
The Englishman's horse backed as if its master's hand lay heavy
on the bit. There was a pause, during which that shuddering cough
of the hungry tiger quavered through the calm flood of sunshine, in
which the crowd stood silently, patiently.
"Fifteen rupees," began the auctioneer reluctantly, his sympathies
outraged, "Fifteen once, twice----"
Then Alice Gissing laughed. The woman's laugh of derision which
is responsible for so much.
"Fifty rupees," said Major Erlton at once.
The old man in the green turban turned swiftly; turned for the
first time to look at his adversary, and in his face was intolerant
hatred mingled with self-pity; the look of one who, knowing that he
has justice on his side, knows also that he is defeated.
"Thank you, sir," caught up the auctioneer. "Fifty once, twice,
thrice! Hand the bird over, Tom. Put it down, sir, I suppose, with the
other things?"
Major Erlton nodded sulkily. He was already beginning to wonder
why he had bought the brute. Meanwhile Tom, still swinging the
cockatoo derisively, had jumped from the table into the crowd round
it as if the sea of heads was non-existent; being justified of his
rashness by its prompt yielding of foothold as he elbowed his way
outward, shouting for room good-naturedly, and answered by swift
smiles and swifter obedience. Yet both were curiously silent; so that
Mrs. Gissing's voice, wondering what on earth Herbert was going to

do with the creature now that he had bought it, was distinctly
audible.
"Give it to you, of course," he replied moodily. "You can wring its
neck if you choose, Allie. You are cruel enough for that, I dare say."
The thought of the fifty rupees wasted was rankling fiercely; fifty
rupees! when he would be hard put to it for a penny if he didn't pull
off the next race. Fifty rupees! because a woman laughed!
But Mrs. Gissing was laughing again. "I shan't do anything of the
kind. I shall give it to your wife, Major Erlton. I'm sure she must be
dull all alone; and then she loves prayers!" the absolute effrontery of
the speech was toned down by her indifferent expression. "Here,
sergeant!" she went on, "hold the bird up a bit higher, please, I want
to see if it is worth all that money. Gracious! what a hideous brute!"
It was, in truth; save for the large gold-circled eyes, like strange
gems, which opened suddenly as the swinging ceased. They seemed
to look at the dainty little figure taking it in; and then, in an instant,
the dejected feathers were afluff, the wings outspread, the flame-
colored crest, unseen before, raised like a fiery flag as the bird gave
an ear-piercing scream.
"Deen! Deen! Futteh Mohammed." (For the Faith! For the Faith!
Victory to Mohammed.)
The war cry of the fiercest of all faiths was unmistakable; the first
two syllables cutting the air, keen as a knife, the last with the blare
as of a trumpet in them. And following close on their heels came an
indescribable sound, like the answering vibration of a church to the
last deep organ-note. It was a faint murmur from the crowd till then
so silent.
"D----n the bird! Hold it back, man! Loosen the curb, Allie, for
God's sake, or the brute will be over with you!"

Herbert Erlton's voice was sharp with anxiety as he reined his own
horse savagely out of the way of his companion's, which, frightened
at the unexpected commotion, was rearing badly.
"All right," she called; there was a little more color on her child-
like face, a firmer set of her smiling mouth: that was all. But the
hunting crop she carried fell in one savage cut after another on the
startled horse's quarters. It plunged madly, only to meet the bit and
a dig of the spur. So, after two or three unavailing attempts to
unseat her, it stood still with pricked ears and protesting snorts.
"Well sat, Allie! By George, you can ride! I do like to see pluck in a
woman; especially in a pretty one." The Major's temper and his fears
had vanished alike in his admiration. Mrs. Gissing looked at him
curiously.
"Did you think I was a coward?" she asked lightly; and then she
laughed. "I'm not so bad as all that. But look! There is your wife
coming along in the new victoria--it's an awfully stylish turn-out,
Herbert; I wish Gissing would give me one like it. I suppose she has
been to church. It's Lent or something, isn't it? Anyhow, she can
take that screaming beast home."
"You're not----" began the Major, but Mrs. Gissing had already
ridden up to the carriage, making it impossible for the solitary
occupant to avoid giving the order to stop. She was rather a pale
woman, who leaned listlessly among the cushions.
"Good evening, Mrs. Erlton," said the little lady, "been, as you
see, for a ride. But we were thinking of you and hoping you would
pray for us in church."
Kate Erlton's eyebrows went up, as they had a trick of doing when
she was scornful. "I am only on my way thither as yet," she replied;
"so that now I am aware of your wishes I can attend to them."

The obvious implication roused the aggressor to greater
recklessness. "Thanks! but we really deserve something, for we have
been buying a parrot for you. Erlton paid a whole fifty rupees for it
because it said its prayers and he thought you would like it!"
"That was very kind of Major Erlton,"--there was a fine irony in
the title,--"but, as he knows, I'm not fond of things with gay feathers
and loud voices."
The man, listening, moved his feet restlessly in his stirrups. It was
too bad of Allie to provoke these sparring matches. Foolish, too,
since Kate's tongue was sharp when she chose to rouse herself.
None sharper, in his opinion.
"If you don't want the bird," he interrupted shortly, "tell the
groom to wring its neck."
Mrs. Gissing looked at him, her reproachful blue eyes perfect wells
of simplicity. "Wring its neck! How can you, when you paid all that
money to save it from being killed! That is the real story, Mrs. Erlton;
it is indeed----"
He interrupted his wife's quick glance of interest impatiently. "The
main point being that I had, or shall have to pay fifty rupees--which
I must get. So I must be off to the racecourse if I don't want to be
posted. I ought to have been there a quarter of an hour ago; should
have been but for that confounded bird. Are you coming, Mrs.
Gissing, or not?"
"Now, Erlton!" she replied, "don't be stupid. As if he didn't know,
Mrs. Erlton, that I am every bit as much interested as he is in the
match with that trainer man!--what's his name, Erlton? Greyman--
isn't it? I have endless gloves on it, sir, so of course I'm coming to
see fair play."
Major Erlton shot a rapid glance at her, as if to see what she really
meant; then muttered something angrily about chaff as, with a dig

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